RoseMarie D’Alessandro is an advocate, author, and founder of the Joan Angela D’Alessandro Memorial Foundation. After the tragic loss of her daughter Joan in 1973, she spearheaded a movement that led to the enactment of Joan’s Law, securing justice for countless victims. RoseMarie also authored “The Message of Light Amid Letters of Darkness,” a memoir that inspires others through her journey of resilience and advocacy.
Company: Joan’s Joy The Joan D’Alessandro Foundation
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company
RoseMarie D’Alessandro: Every day I live my life by helping others achieve their goals of protecting children and securing the safety of their journeys. As the Founder of the Joan Angela D’Alessandro Memorial Foundation, I aim to assist the lives of parents and children nationwide through creating resources for information and support to keep children safe. My company and I have created legislature, laws federal and local to New Jersey and New York to protect children.
As a mother this foundation gives hope to others and my family that justice can prevail and the light of life shines through advocacy. Through tragedy my family has created significant change in how victim’s legacy and their families can achieve some sort of justice for sexual crimes against children and murder.
We have successfully turned my child, Joan’s, tragedy into light for other children and parents.
Can you share a time when your business faced a significant challenge? How did you navigate through it?
RoseMarie D’Alessandro: A significant challenge I faced was the journey to get Joan’s Law passed in New York and New Jersey. After the tragic loss of my daughter Joan, I was determined to ensure that no child would suffer as she did and that those who commit such heinous crimes would face life imprisonment without parole. The legislative process was daunting, filled with countless obstacles and setbacks, but I remained steadfast in my mission. Through tireless advocacy, building strong alliances, and sharing Joan’s story with lawmakers and the public, we were able to turn tragedy into meaningful change, successfully passing Joan’s Law in both states.
How has a failure or apparent failure set you up for later success?
RoseMarie D’Alessandro: One of the most challenging moments in my advocacy work was when our initial efforts to pass Joan’s Law faced significant resistance and delay. At times, it felt like the system was too slow and the obstacles too great. However, this apparent failure taught me the importance of persistence and adaptability. Each setback forced us to refine our approach, gather more support, and deepen our resolve. Ultimately, those early struggles strengthened our movement, leading to the eventual success of passing Joan’s Law in both New York and New Jersey. What seemed like a failure was, in reality, a lesson in perseverance, laying the foundation for our later achievements.
How do you build a resilient team? What qualities do you look for in your team members?
RoseMarie D’Alessandro: When building a resilient team, I believe in fostering a deep sense of commitment and shared purpose. My son, John D’Alessandro, has been instrumental in our efforts, demonstrating the importance of dedication and empathy. I look for qualities such as passion, reliability, and a strong sense of justice in my team members—traits that ensure they remain steadfast in the face of challenges and are motivated by a cause greater than themselves.
Organizing significant events like the 10th Annual Joan’s Joy Safety Fest on 9/28/24 is a true test of our team’s resilience. It requires meticulous planning, coordination, and the ability to adapt to any challenges that may arise. To ensure that our team stays focused and motivated, we emphasize clear communication, delegation of responsibilities based on each member’s strengths, and regular check-ins to address any concerns. We also foster a sense of purpose by reminding everyone of the impact our work has on the community, which drives us to overcome obstacles together. By focusing on these strategies, we’ve been able to navigate the complexities of such events and maintain our commitment to Joan’s legacy.
How do you maintain your personal resilience during tough times?
RoseMarie D’Alessandro: Sustaining personal resilience in difficult times is anchored in a profound sense of purpose and faith. The memory of my daughter Joan and the mission of Joan’s Joy are the sources of my strength to persevere. The support from my family, particularly my son John D’Alessandro, with his steadfast dedication, reinforces the belief that we are not isolated in our struggles. Collectively, we find strength in one another and the shared cause that propels us onward.
What strategies do you use to manage stress and maintain focus during a crisis?
RoseMarie D’Alessandro: During a crisis, I manage stress and maintain focus by grounding myself in my purpose. I take a moment to remind myself why I’m fighting and who I’m fighting for, which helps me stay centered. Prayer and meditation are vital in calming my mind, allowing me to approach challenges with clarity. Additionally, I rely on the support of my son, John D’Alessandro, and close family members, who help me carry the load and provide the emotional strength I need to keep going.
How do you communicate with your team during a crisis?
RoseMarie D’Alessandro: During a crisis, clear and consistent communication with my team is essential. I ensure that everyone is informed and on the same page by holding regular meetings where we can discuss updates, challenges, and next steps. I prioritize transparency, sharing both the difficulties we’re facing and the plans to address them. I also make myself available for one-on-one conversations, providing support and addressing concerns directly. This open dialogue helps to maintain trust, keep everyone aligned, and empower my team to act with confidence.
What advice would you give to other CEOs on building resilience in their organizations?
RoseMarie D’Alessandro: Advice I would give to CEOs on building resilience in their organizations is to start with the end in mind.
Resilience starts with elongated periods of consistency and showing the team what the work looks like.
Building resilience in an organization is crucial for navigating challenges and sustaining long-term success. Here are some key strategies for CEOs:
Foster a Resilient Culture: Cultivate a culture that embraces change, encourages adaptability, and values learning from setbacks. Promote openness, support, and collaboration among team members.
Encourage Continuous Learning: Provide opportunities for employees to develop new skills and knowledge. Encourage a mindset of lifelong learning to help your team adapt to new situations and technologies.
Develop Strong Leadership: Invest in leadership development programs. Strong leaders who can guide their teams through difficult times and inspire confidence are essential for organizational resilience.
Promote Well-Being: Prioritize employee well-being and work-life balance. Resilient employees are often those who feel supported and valued in their roles.
Diversify and Innovate: Avoid over-reliance on a single revenue stream or market. Diversify your offerings and explore new opportunities to reduce risk and increase adaptability.
Establish Clear Communication: Maintain open lines of communication throughout the organization. Transparent communication helps build trust and ensures everyone is aligned with the organization’s goals and challenges.
Build a Strong Network: Develop relationships with other businesses, industry experts, and community leaders. A robust network can provide support, resources, and opportunities during tough times.
Implement Robust Risk Management: Regularly assess and manage risks. Have contingency plans in place for various scenarios to ensure your organization can quickly respond to unexpected challenges.
Celebrate Successes and Learn from Failures: Recognize and celebrate achievements to boost morale. Equally important is learning from failures and using them as opportunities for growth.
Encourage Flexibility: Allow your organization to be nimble and adaptable. Be willing to pivot strategies and approaches based on new information and changing circumstances.
By focusing on these areas, CEOs can build a resilient organization that is better equipped to handle adversity and thrive in a constantly evolving business environment.
How do you prepare your business for potential future crises?
RoseMarie D’Alessandro: Preparing your business for potential future crises begins with a detailed risk assessment to pinpoint vulnerabilities and the creation of an extensive crisis management plan. Form a specialized crisis management team, devise a solid business continuity plan, and conduct consistent training and drills. Strengthen communication protocols and protect your data with cybersecurity strategies. Cultivate and sustain robust partnerships and financial robustness through reserves and lines of credit. Persistently assess risks, adjust to emerging information, and promote organizational adaptability to manage any forthcoming challenges successfully.
What’s the most important lesson you’ve learned about leadership in times of crisis?
RoseMarie D’Alessandro: The most important lesson I’ve learned about leadership in times of crisis is the critical value of clear, transparent communication. During challenging times, leaders must provide consistent updates, articulate a vision for navigating the crisis, and actively listen to concerns from their team. This fosters trust, reduces uncertainty, and aligns everyone towards a common goal, enabling more effective and cohesive responses to the situation at hand.